Strategic Planning Process Clause Samples
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Strategic Planning Process. Working in partnership with the CEO and Executive Team, owns the end-to-end strategic planning process and provides functional excellence in strategic planning to the organization. Acts as a key partner to the business in developing the annual Business Strategic Review, which is a five year plan dimensioning the strategic priorities for the organization. • Implements a methodology and process for formulating vision and strategy and ensuring a continuous cycle of update into the future year. Acts as an active guide in the strategic technology vision and business direction (i.e. selection of strategic markets) for the organization. • Maintains significant interaction with customers, suppliers, marketing and engineering/development teams to effectively evaluate future programs under consideration; and advises the CEO, the Executive Team, and other internal team members on these matters. • Actively speaks at, presents, and/or participates in customer presentations, “world tours”, and trade show activities as appropriate. • Presents at Board Meetings as requested or required. Other duties may be assigned. Management reserves the right to change these duties at any time. The VP of Corporate Strategy & Business Development has no direct reports.
Strategic Planning Process of the Governance Agreement sets forth certain provisions regarding the preparation from time to time of a three-year Strategic Plan by the management of the Corporation and the consideration and approval of such Strategic Plan by the Board of Directors, which provisions are incorporated herein and made a part of these Bylaws.
Strategic Planning Process. 14 6.3.1 Presentation of Strategic Plan............................................ 14 6.3.2 Strategic Review.......................................................... 14 6.4
Strategic Planning Process. (a) Management of the Company shall prepare and propose to the Board of Directors a three year Strategic Plan, beginning with the period 1996-1998. The Strategic Plan for 1996-1998 will be proposed to the Board of Directors within six months of the Closing, and a Strategic Plan for each subsequent period will be proposed not later than two months before the beginning of the first fiscal year covered by such Plan. The goals of each Strategic Plan shall be aggressive but reasonable and achievable. In connection with the preparation of each Strategic Plan, management of the Company shall confer on a reasonable basis with the Investor Directors.
(b) From time to time at the request of management of the Company, and at least once a year during the second and third fiscal years of a Strategic Plan and prior to the budgeting process for the following year, management of the Company will hold a Strategic Review with the Board of Directors and, in light of such review, management, or any three Directors, may propose to the Board of Directors revisions or updates to the Strategic Plan in light of changed circumstances.
(c) The entire Board of Directors shall consider and vote upon any proposed new Strategic Plan or any revisions or updates to an existing Strategic Plan, and approval of such matters will require a Supermajority Vote of the Board.
Strategic Planning Process. 16 SECTION 2.10.
Strategic Planning Process. In a coordinated effort with Bureaus and Offices, the OCIO developed this IRM Strategic Plan in alignment with the DOI Strategic Plan, 2018-2022 (Figure 1) to ensure that information resources and IT improvements continue to provide vitally important support to missions and functions dedicated to protecting natural resources and sustaining our ecosystems and cultural heritage. OCIO solicited the IRM needs of mission programs and ACIO partners across the Department to determine enterprise-wide priority initiatives that would have the greatest impact for Bureaus and Offices1. ▇▇▇▇ then analyzed the IRM needs within the context of Federal policy guidance and mandates like the President’s Management Agenda (PMA) and the Federal Information Technology Acquisition Reform Act (FITARA). During the strategy development process, the OCIO and its partners also considered the recent restructuring of DOI into twelve unified regions and the implications for IT support to mission programs. The result is an IRM Strategic Plan that establishes a common vision for OCIO and ACIO partners to provide exceptional IT service delivery and address enterprise-wide needs relevant to all Bureaus and Offices. The six strategic Goals (Figure 2) focus on maturing governance processes, modernizing IT system interoperability and providing real-time, robust data so leaders have visibility into fiscal spending and system performance to make better decisions collaboratively. It serves as the Department’s roadmap for achieving priority IT and resource management investments, informed by customers’ experience, which will also guide IRM leadership in making appropriate investments in IT workforce development. Collectively, these Goals will enable the Department to link investments to performance improvements and mission outcomes.
Strategic Planning Process. This strategic plan was developed after extensive consultations among civil society organizations in and outside the country. As part of the process, three workshops that include; training of trainers on the key provisions of the South Sudan Petroleum Laws & Regulations in July 2018; the South Sudan Civil Society Forum strategy meeting held in September 2018 in Nairobi, Kenya and the CSCNR strategy meeting conducted in October 2018 in Juba, South Sudan, shaped this document. During these consultations, civil society leaders brainstormed on the need to form CSCNR, develop a roadmap for advocacy on natural resources sector investment and the need to unify efforts to increase civil society participation in public finance monitoring specifically linked to chapter four of the Revitalized Peace Agreement.
Strategic Planning Process. (a) The Chief Executive Officer (as defined in the By-Laws) of Holdings shall, on an annual basis, cause to be prepared and proposed to the Board, a Strategic Plan covering a five-year period beginning with the period 1998-2002. The initial Strategic Plan shall be proposed to the Board within 45 days after the Contribution Closing. Thereafter, the Strategic Plan for each year (and the five-year period) shall be proposed to the Board not later than September 1 of the preceding year. In connection with the preparation of each Strategic Plan, the Chief Executive Officer shall confer on a reasonable basis with the Board.
(b) Once a year, and prior to the budgeting process for the following year, the Chief Executive Officer will hold a Strategic Review with the Board and, in light of such review, the Board may propose revisions or updates to the Strategic Plan in light of changed circumstances.
Strategic Planning Process. All Full Members (Level 1) are required to report outcomes against their areas of responsibilities allocated to them in the CWGPCP Strategic Plan. (see Appendix 11: Communication Strategy)